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2019 CMQOE BoK Map PDF
2019 CMQOE BoK Map PDF
Part of the updating process is to conduct a job analysis survey to determine whether the topics in the 2014 BoK are still relevant to the job role of
Manager of Quality/Organizational Excellences and to identify any new topics that have emerged since that BoK was developed. The results of the
CMQ/OE job analysis survey showed that most of the topics that were in the 2014 BoK are still relevant to the job roles of Manager of
Quality/Organizational Excellences.
The 2019 CMQ/OE BoK will be introduced at the September 2019 administration. Both BoKs will be available online until November 1, 2019, at
which time the 2014 BoK will be removed.
With regard to exam preparation materials, you should be able to use any of the reference books that are currently listed on the bibliography for the
exam program. These are the source materials that the exam development committees use to write questions and verify answers.
Specific comments about the 2019 CMQ/OE Body of Knowledge updates
The content covered in the CMQ/OE BoK primarily remained the same with the 2019 update. VI.B Supplier Risk Management was added as a new
topic in the 2019 BoK. Additionally, there is no longer a constructed response (CR) portion in the exam, therefore the CR BoK Section has been
removed. The exam will be 165 multiple-choice items, including multiple-choice questions related to scenario based/stimulus sets.
Table 1 below portrays the change in items allocated to each section of the BoK. The seven section names have remained the same. Table 2 on Page
4 presents the 2019 CMQ/OE BoK and maps the topics to the 2014 BoK,
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BOK Section Summary of Changes
Increased number of questions by 3
Added assessing impact of global changes in change management
I Added critical thinking skills and Socratic questioning to leadership techniques
Revised subtext of Types of teams section, added virtual teams and removed workcells
Added affecting leadership style to stages of team development section
Increased number of questions by 4
Renamed section B1 to Risk analysis and added SWOT as a tool to section.
II
Added global market change to Market forces section
Added automation, autonomation, Quality 4.0, cloud computing and machine learning
Increased number of questions by 1
Removed reference to helping to develop job descriptions
Removed risk control and mitigation methods to remove overlap with FMEA in 4A3
Added stakeholders to Knowledge management
III
Removed virtual teams to communication and technology
Added alternate project management methodologies to Project management
Removed skip-level meetings and added return data to Quality system effectiveness
Added additional performance excellence models
Added Kepner-Tregoe
Removed cycle-time reduction
Added standard work (training within industry)
Removed throughput (covered in 4B2)
IV
Removed goal question-metric to keep options open for what statistical techniques may be applied
Added examples of reliability measures such as infant mortality and end of life
Removed estimating probability
Moved Qualitative assessment to section 5
Increased number of questions by 4
V Added Qualitative assessment to this section, more applicable
Moved voice of the customer from customer needs to customer satisfaction and loyalty
Increased number of questions by 2
VI Added Approval to title of sub-topic A
Added Supplier Risk Management topic
Increased number of questions by 1
VII
Added assess to training needs
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Table 2. CMQ/OE BoK maps of topics
2014
2019 BoK Details New Elements in 2019 BoK
BoK
I. Leadership (28 Questions) Increased # of questions from 25
A. Organizational Structures
Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical
1A1
management structure can have on an organization. (Apply)
B. Leadership Challenges
1B1 1. Roles and responsibilities of leaders
Describe typical roles, responsibilities, and competencies of people in leadership positions and how those
attributes influence an organization’s direction and purpose. (Analyze)
1B2 2. Roles and responsibilities of managers
Describe typical roles, responsibilities, and competencies of people in management positions and how those
attributes contribute to an organization’s success. (Analyze)
1B3 3. Change management Added assessing the impacts of global
Use various change management strategies to overcome organizational roadblocks, assess impacts of global change
changes, achieve desired change levels, and review outcomes for effectiveness. Define and describe factors that
contribute to an organization’s culture. (Evaluate)
1B4 4. Leadership techniques Added critical thinking skills and Socratic
Develop and implement techniques that motivate employees and sustain their enthusiasm. Use negotiation questioning
techniques to enable parties with different or opposing outlooks to recognize common goals and work together to
achieve them. Determine when and how to use influence, critical thinking skills or Socratic questioning to resolve
a problem or move a project forward. (Create)
1B5 5. Empowerment Changed cognitive level from Apply to
Apply various techniques to empower individuals and teams. Identify typical obstacles to empowerment and Analyze.
appropriate strategies for overcoming them. Describe and distinguish between job enrichment and job
enlargement, job design and job tasks. (Analyze)
C. Teams and Team Processes
1C1 1. Types of teams Revised subtext, added virtual teams, and
Identify and describe different types of teams and their purpose, including process improvement, self-managed, removed workcells.
temporary or ad hoc (special project), virtual, and work groups. (Understand)
1C2 2. Stages of team development Removed the word classic from subtext
Describe how the stages of team development (forming, storming, norming, performing) affect leadership style. and added leadership style.
(Apply)
1C3 3. Team-building techniques
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Apply basic team-building steps such as using ice-breaker activities to enhance team introductions and
membership, developing a common vision and agreement on team objectives, and identifying and assigning
specific roles on the team. (Apply)
1C4 4. Team roles and responsibilities
Define and describe typical roles related to team support and effectiveness such as facilitator, leader, process
owner, champion, project manager, and contributor. Describe member and leader responsibilities with regard to
group dynamics, including keeping the team on task, recognizing hidden agendas, handling disruptive behavior,
and resolving conflict. (Analyze)
1C5 5. Team performance and evaluation
Evaluate team performance in relation to established metrics to meet goals and objectives. Determine when and
how to reward teams and celebrate their success. (Evaluate)
1D D. ASQ Code of Ethics
Identify and apply behaviors and actions that comply with this code. (Apply)
II. Strategic Plan Development and Deployment (22 Questions) Increased # of questions from 18
2A A. Strategic Planning Models
Define, describe, and use basic elements of strategic planning models, including how the guiding principles of
mission, vision, and values relate to the plan. (Apply)
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2B5 5. Internal capability analysis
Identify and describe the effects that influence an organization’s internal capabilities: human resources, facilities
capacity, and operational capabilities. Analyze these factors in relation to strategy formation. (Analyze)
2B6 6. Legal and regulatory factors
Define and describe how legal and regulatory factors can influence strategic plans. (Understand)
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3A3 3. Interdependence of functional areas
Describe the interdependence of an organization’s areas (human resources, engineering, sales, marketing, finance,
research and development, purchasing, information technology, logistics, production, and service) and how those
dependencies and relationships influence processes and outputs. (Understand)
Added quality system to ongoing
3A4 4. Human resources (HR) management
professional development.
Apply HR elements in support of ongoing professional development and role in quality system: setting goals and
objectives, conducting performance evaluations, developing recognition programs, ensuring that succession plans
are in place where appropriate. (Apply)
3A6 5. Financial management
Read, interpret, and use various financial tools including income statements, balance sheets, and product/service
cost structures. Manage budgets and use the language of cost and profitability to communicate with senior
management. Use potential return on investment (ROI), estimated return on assets (ROA), net present value (NPV),
internal rate of return (IRR), and portfolio analysis to analyze project risk, feasibility, and priority. (Analyze)
Removed risk control and mitigation
3A6 6. Risk management
methods to remove overlap with FMEA
Identify the kinds of risk that can occur throughout the organization, from such diverse processes as scheduling, in 4A3.
shipping/receiving, financials, production and operations, employee and user safety, regulatory compliance and
changes. (Apply)
Added stakeholders.
3A7 7. Knowledge management (KM)
Use KM techniques in identifying core competencies that create a culture and system for collecting and sharing
implicit and explicit knowledge among workers, stakeholders, competitors, and suppliers. Capture lessons learned
and apply them across the organization to promote best practices. Identify typical knowledge-sharing barriers and
how to overcome them. (Apply)
B. Communication Skills and Abilities
3B1 1. Communication techniques
Define and apply various modes of communication used within organizations, such as, verbal, non-verbal, written
and visual. Identify factors that can inhibit clear communication and describe ways of overcoming them. (Apply)
3B2 2. Interpersonal skills
Use skills in empathy, tact, friendliness, and objectivity. Use open-minded and non-judgmental communication
methods. Develop and use a clear writing style, active listening, and questioning and dialog techniques that support
effective communication. (Apply)
3. Communications in a global economy Changed cognitive level from Understand
3B3
to Apply.
Identify key challenges of communicating across different time zones, cultures, languages, terminology, and
business practices, and present ways of overcoming them. (Apply)
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4. Communications and technology Added virtual teams.
3B4
Identify how technology affects communications, including improved information availability, its influence on
interpersonal communications, and etiquette for e-communications. Deploy appropriate communication methods
within virtual teams. (Apply)
C. Project Management
Added examples of alternate project
3C1 1. Project management basics
management methodologies.
Use project management methodology and ensure that each project is aligned with strategic objectives. Plan the
different phases of a project: initiation, planning, execution, monitoring and controlling, and closure. Ensure the
project is on-time and within budget. Consider alternate project management methodologies (linear, evolutionary, or
iterative) as it applies to the project. (Evaluate)
3C2 2. Project planning and estimation tools
Use tools such as risk assessment matrix, benefit-cost analysis, critical path method (CPM), Gantt chart, PERT, and
work breakdown structure (WBS) to plan projects and estimate related costs. (Apply)
3C3 3. Measure and monitor project activity
Use tools such as cost variance analysis, milestones, and actual vs. planned budgets to monitor project activity
against project plan. (Evaluate)
3C4 4. Project documentation
Use written procedures and project summaries to document projects. (Apply)
D. Quality System
3D1 1. Quality mission and policy
Develop and monitor the quality mission and policy and ensure that it is aligned with the organization’s broader
mission. (Create)
3D2 2. Quality planning, deployment, and documentation
Develop and deploy the quality plan and ensure that it is documented and accessible throughout the organization.
(Create)
Removed skip-level meetings and added
3D3 3. Quality system effectiveness
stakeholder complaints and return data
Evaluate the effectiveness of the quality system using various tools: balanced scorecard, internal audits, feedback analytics.
from internal and external stakeholders (including stakeholder complaints), warranty/return data analytics, product
traceability and recall reports, and management reviews. (Evaluate)
E. Quality Models and Theories
Moved from 3E2 Revised name of sub-
3E2 1. Quality management standards
topic.
Describe and apply the requirements and basic principles of ISO 9000-based standards used to support quality
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management systems. (Apply)
Added more examples of performance
3E1 2. Performance excellence models
excellence awards.
Define and describe common elements and criteria of performance excellence models such as the European
Excellence Award (EFQM), Excellence Canada, ASQ International Team Excellence Award (ITEA), or Malcolm
Baldrige National Quality Award (MBNQA). Describe how their criteria are used as management models to
improve processes at an organization level. (Understand)
3E3 3. Other quality methodologies
Describe and differentiate methods such as total quality management (TQM), continuous improvement, and
benchmarking. (Apply)
3E4 4. Quality philosophies
Describe and apply basic methodologies and theories proposed by quality leaders such as Shewhart, Deming, Juran,
Crosby, Feigenbaum, and Ishikawa. (Apply)
IV. Quality Management Tools (30 Questions)
A. Problem-Solving Tools
4A1 1. The seven classic quality tools
Select, interpret, and evaluate output from these tools: Pareto charts, cause and effect diagrams, flowcharts, control
charts, check sheets, scatter diagrams, and histograms. (Evaluate)
4A2 2. Basic management and planning tools
Select, interpret, and evaluate output from these tools: affinity diagrams, tree diagrams, process decision program
charts (PDPCs), matrix diagrams, prioritization matrices, interrelationship digraphs, and activity network diagrams.
(Evaluate)
Added Kepner-Tregoe.
4A3 3. Process improvement tools
Select, interpret and evaluate tools such as root cause analysis, Kepner-Tregoe, PDCA, six sigma DMAIC (define,
measure, analyze, improve, control), and failure mode and effects analysis (FMEA). (Evaluate)
4A4 4. Innovation and creativity tools
Use various techniques and exercises for creative decision-making and problem-solving, including brainstorming,
mind mapping, lateral thinking, critical thinking, the 5 whys, and design for six sigma (DFSS). (Apply)
4A5 5. Cost of quality (COQ)
Define and distinguish between prevention, appraisal, internal, and external failure cost categories and evaluate the
impact that changes in one category will have on the others. (Evaluate)
B. Process Management
4B1 1. Process goals
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Describe how process goals are established, monitored, and measured and evaluate their impact on product or
service quality. (Evaluate)
4B2 2. Process analysis
Use various tools to analyze a process and evaluate its effectiveness on the basis of procedures, work instructions,
and other documents. Evaluate the process to identify and relieve bottlenecks, increase capacity, improve
throughput, reduce cycle time, and eliminate waste. (Evaluate)
Added more examples of Lean tools.
4B3 3. Lean tools
Identify and use lean tools such as 5S, just-in-time (JIT), kanban, value stream mapping (VSM), quick-changeover
(single-minute exchange of die), poke-yoke, kaizen, standard work (training within industry), and productivity
(OEE). (Apply)
Removed throughput, it is covered in 4B2
4B4 4. Theory of constraints (TOC)
Define key concepts of TOC: systems as chains, local vs. system optimization, physical vs. policy constraints,
undesirable effects vs. core problems, and solution deterioration. Classify constraints in terms of resources and
expectations as defined by measures of inventory, and operating expense. (Understand)
C. Measurement: Assessment and Metrics
Removed goal question metric as the only
4C1 1. Basic statistical use
example of statistical techniques.
Use statistical techniques to identify when, what, and how to measure projects and processes. Describe how metrics
and data gathering methods affect resources and vice-versa. (Apply)
4C2 2. Sampling
Define and describe basic sampling techniques such as random and stratified. Identify when and why sampling is an
appropriate technique to use. (Understand)
4C3 3. Statistical analysis
Calculate basic statistics: measures of central tendency (mean, median, mode), and measures of dispersion (range,
standard deviation, and variance). Identify basic distribution types (normal, bimodal, skewed) and evaluate run
charts, statistical process control (SPC) reports, and other control charts to make data-based decisions. (Evaluate)
4C4 4. Measurement systems analysis
Understand basic measurement terms such as accuracy, precision, bias, linearity. Understand the difference
between repeatability and reproducibility in gauge R&R studies. (Understand)
4C5 5. Trend and pattern analysis
Interpret graphs and charts to identify cyclical, seasonal, and environmental data trends. Evaluate control chart
patterns to determine shifts and other trend indicators in a process. (Evaluate)
4C6 6. Process variation
Analyze data to distinguish between common and special cause variation. (Analyze)
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4C7 7. Process capability
Recognize process capability (Cp and Cpk,) and performance indices (Pp and Ppk). (Understand)
Added infant mortality and end of live as
4C8 8. Reliability terminology
examples of reliability measures. Also re-
Define and describe basic reliability measures such as infant mortality, end of life (e.g. bathtub curve), mean time worded the subtext.
between failures (MTBF) and mean time to repair (MTTR). Understand the value of estimating reliability to meet
requirements or specifications. NOTE: Reliability calculations will not be tested. (Understand)
V. Customer-Focused Organizations (21 Questions) Increased # of questions from 17
A. Customer Identification and Segmentation
5A1 1. Internal customers
Define internal customers and describe the impact an organization’s treatment of internal customer will have on
external customers. Evaluate methods for influencing internal customers to improve products, processes, and
services and evaluate the results. (Evaluate)
5A2 2. External customers
Define external customers and describe their impact on products and services. Evaluate strategies for working with
them and integrating their requirements and needs to improve products, services, and processes. (Evaluate)
5A3 3. Customer segmentation
Describe and assess the process of customer segmentation and its impact on aligning service and delivery to meet
customer needs. (Evaluate)
4C9 4. Qualitative assessment
Identify subjective information such as verbatim comments from customers, observation records, and focus group
output. Describe how the subjective information differs from objective measures, and determine when data should
be captured in categories rather than numeric value. (Analyze)
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